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1 Managers and the Management Process |
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2 | (28) |
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1.1 What Does It Mean to Be a Manager? |
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4 | (6) |
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Organizations have different types and levels of managers |
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4 | (2) |
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Accountability is a cornerstone of managerial performance |
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6 | (1) |
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Effective managers help others achieve high performance and satisfaction |
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6 | (1) |
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Managers must meet multiple changing expectations |
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7 | (3) |
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1.2 What Do Managers Do and What Skills Do rlhey Use? |
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10 | (9) |
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Managerial work is often intense and demanding |
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10 | (1) |
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Managers plan, organize, lead, and control |
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11 | (2) |
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Managers enact informational, interpersonal, and decisional roles |
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13 | (1) |
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Managers pursue action agendas and engage in networking |
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14 | (1) |
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Managers use a variety of technical, human, and conceptual skills |
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15 | (1) |
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Managers can and should learn from experience |
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16 | (3) |
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1.3 What Are Some Important Career Issues in the New Workplace? |
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19 | (11) |
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Globalization and job migration are changing the world of work |
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19 | (1) |
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Failures of ethics and corporate governance are troublesome |
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20 | (2) |
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Diversity and discrimination are continuing social priorities |
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22 | (1) |
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Intellectual capital and self-management skills are essential for career success |
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23 | (7) |
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30 | (24) |
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2.1 What Are the Lessons of the Classical Management Approaches? |
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32 | (6) |
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Taylor s scientific management sought efficiency in job performance |
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32 | (2) |
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Weber's bureaucratic organization is supposed to be efficient and fair |
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34 | (2) |
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Fayol's administrative principles describe managerial duties and practices |
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36 | (2) |
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2.2 What Are the Contributions of the Behavioral Management Approaches? |
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38 | (7) |
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Follett viewed organizations as communities of cooperative action |
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38 | (2) |
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The Hawthorne studies focused attention on the human side of organizations |
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40 | (1) |
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Maslow described a hierarchy of human needs with self-actualization at the top |
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41 | (1) |
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McGregor believed managerial assumptions create self-fulfilling prophecies |
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42 | (1) |
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Argyris suggests that workers treated as adults will be more productive |
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43 | (2) |
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2.3 What Are the Foundations of Modern Management Thinking? |
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45 | (9) |
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Managers use quantitative analysis and tools to solve complex problems |
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45 | (1) |
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Organizations are open systems that interact with their environments |
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46 | (2) |
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Contingency thinking holds that there is no one best way to manage |
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48 | (1) |
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Quality management focuses attention on continuous improvement |
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49 | (1) |
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Evidence-based management seeks hard facts about what really works |
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50 | (4) |
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3 Ethics and Social Responsibility |
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54 | (30) |
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3.1 How Do Ethics and Ethical Behavior Play Out in the Workplace? |
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56 | (9) |
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Ethical behavior is values driven |
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57 | (1) |
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What is considered ethical varies among moral reasoning approaches |
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58 | (2) |
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What is considered ethical can vary across cultures |
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60 | (1) |
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Ethical dilemmas arise as tests of personal ethics and values |
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61 | (2) |
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People have tendencies to rationalize unethical behaviors |
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63 | (2) |
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3.2 How Can We Maintain High Standards of Ethical Conduct? |
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65 | (7) |
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Personal character and moral development influence ethical decision making |
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65 | (2) |
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Training in ethical decision making can improve ethical conduct |
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67 | (1) |
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Protection of whistleblowers can encourage ethical conduct |
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68 | (1) |
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Managers as positive role models can inspire ethical conduct |
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68 | (1) |
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Formal codes of ethics set standards for ethical conduct |
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69 | (3) |
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3.3 What Should We Know About the Social Responsibilities of Organizations? |
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72 | (12) |
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Social responsibility is an organization's obligation to best serve society |
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73 | (1) |
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Scholars argue cases for and against corporate social responsibility |
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74 | (1) |
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Social responsibility audits measure the social performance of organizations |
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75 | (1) |
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Sustainability is an important social responsibility goal |
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76 | (3) |
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Social business and social entrepreneurship point the way in social responsibility |
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79 | (5) |
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4 Managers as Decision Makers |
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84 | (26) |
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4.1 How Do Managers Use Information to Solve Problems? |
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86 | (7) |
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Managers deal with problems posing threats and offering opportunities |
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86 | (2) |
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Managers can be problem avoiders, problem solvers, or problem seekers |
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88 | (1) |
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Managers make programmed and nonprogrammed decisions when solving problems |
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88 | (1) |
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Managers can use systematic and intuitive thinking |
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89 | (1) |
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Managers use different cognitive styles to process information for decision making |
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89 | (1) |
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Managers make decisions under conditions of certainty, risk, and uncertainty |
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90 | (3) |
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4.2 What Are Five Steps in the Decision-Making Process? |
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93 | (7) |
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Step 1 is to identify and define the problem |
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94 | (1) |
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Step 2 is to generate and evaluate alternative courses of action |
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94 | (1) |
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Step 3 is to decide on a preferred course of action |
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95 | (1) |
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Step 4 is to implement the decision |
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96 | (1) |
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Step 5 is to evaluate results |
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97 | (1) |
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Ethical reasoning is important at all steps in decision making |
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98 | (2) |
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4.3 What Are Some Current Issues in Managerial Decision Making? |
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100 | (10) |
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Personal factors help drive creativity in decision making |
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100 | (2) |
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Group decision making has both advantages and disadvantages |
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102 | (1) |
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Judgmental heuristics and other biases and traps may cause decision-making errors |
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103 | (1) |
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Managers must be prepared for crisis decision making |
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104 | (6) |
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5 Plans and Planning Techniques |
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110 | (22) |
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5.1 How and Why Do Managers Use the Planning Process? |
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112 | (6) |
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Planning is one of the four functions of management |
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112 | (1) |
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Planning is the process of setting objectives and identifying how to achieve them |
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113 | (1) |
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Planning improves focus and action orientation |
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114 | (1) |
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Planning improves coordination and control |
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115 | (1) |
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Planning improves time management |
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115 | (3) |
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5.2 What Types of Plans Do Managers Use? |
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118 | (5) |
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Managers use short-range and long-range plans |
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118 | (1) |
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Managers use strategic and operational plans |
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118 | (1) |
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Organizational policies and procedures are plans |
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119 | (2) |
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Budgets are plans that commit resources to activities |
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121 | (2) |
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5.3 What Are Some Useful Planning Tools and Techniques? |
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123 | (9) |
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Forecasting tries to predict the future |
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123 | (1) |
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Contingency planning creates backup plans for when things go wrong |
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124 | (1) |
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Scenario planning crafts plans for alternative future conditions |
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124 | (1) |
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Benchmarking identifies best practices used by others |
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125 | (1) |
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Participatory planning improves implementation capacities |
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126 | (1) |
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Goal setting helps align plans and activities throughout an organization |
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127 | (5) |
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6 Controls and Control Systems |
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132 | (24) |
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6.1 How and Why Do Managers Use the Control Process? |
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134 | (6) |
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Controlling is one of the four functions of management |
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134 | (1) |
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Control begins with objectives and standards |
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135 | (1) |
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Control measures actual performance |
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136 | (1) |
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Control compares results with objectives and standards |
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137 | (1) |
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Control takes corrective action as needed |
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138 | (2) |
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6.2 What Types of Controls Are Used by Managers? |
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140 | (6) |
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Managers use feedforward, concurrent, and feedback controls |
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140 | (2) |
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Managers use both internal and external controls |
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142 | (1) |
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Managing by objectives is a way to integrate planning and controlling |
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143 | (3) |
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6.3 What Are Some Useful Control Tools and Techniques? |
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146 | (10) |
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Quality control is a foundation of modern management |
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146 | (1) |
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Gantt charts and CPM/PERT are used in project management and control |
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147 | (1) |
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Inventory controls help save costs |
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148 | (1) |
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Breakeven analysis shows where revenues will equal costs |
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149 | (1) |
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Financial ratios measure key areas of financial performance |
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149 | (1) |
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Balanced scorecards help top managers exercise strategic control |
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150 | (6) |
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7 Strategy and Strategic Management |
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156 | (22) |
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7.1 What Types of Strategies Are Used by Organizations? |
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158 | (8) |
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Strategy is a comprehensive plan for achieving competitive advantage |
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158 | (1) |
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Organizations use corporate, business, and functional strategies |
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159 | (1) |
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Growth strategies focus on expansion |
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160 | (1) |
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Restructuring and divestiture strategies focus on consolidation |
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161 | (1) |
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Global strategies focus on international business initiatives |
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162 | (1) |
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Cooperative strategies focus on alliances and partnerships |
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163 | (1) |
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E-business strategies focus on using the Internet for business success |
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163 | (3) |
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7.2 How Do Managers Formulate and Implement Strategies? |
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166 | (12) |
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The strategic management process formulates and implements strategies |
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166 | (1) |
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Strategy formulation begins with the organization's mission and objectives |
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167 | (1) |
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SWOT analysis identifies strengths, weaknesses, opportunities, and threats |
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167 | (1) |
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Porters five forces model examines industry attractiveness |
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168 | (1) |
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Porter s competitive strategies model examines business and product strategies |
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169 | (2) |
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Portfolio planning examines strategies across multiple businesses or products |
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171 | (1) |
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Strategic leadership ensures strategy implementation and control |
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172 | (6) |
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8 Organization Structure and Design |
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178 | (26) |
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8.1 What Is Organizing as a Managerial Responsibility? |
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180 | (5) |
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Organizing is one of the management functions |
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180 | (1) |
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Organization charts describe the formal structures of organizations |
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181 | (1) |
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Organizations also operate with informal structures |
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182 | (1) |
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Informal structures have good points and bad points |
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183 | (2) |
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8.2 What Are the Most Common Types of Organization Structures? |
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185 | (9) |
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Functional structures group together people using similar skills |
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185 | (2) |
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Divisional structures group together people by products, customers, or locations |
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187 | (1) |
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Matrix structures combine the functional and divisional structures |
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188 | (1) |
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Team structures use many permanent and temporary teams |
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189 | (1) |
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Network structures extensively use strategic alliances and outsourcing |
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190 | (4) |
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8.3 What Are the Trends in Organizational Design? |
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194 | (10) |
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Organizations are becoming flatter, with fewer levels of management |
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194 | (1) |
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Organizations are increasing decentralization |
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195 | (1) |
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Organizations are increasing delegation and empowerment |
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196 | (2) |
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Organizations are becoming more horizontal and adaptive |
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198 | (1) |
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Organizations are using more alternative work schedules |
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199 | (5) |
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9 Organizational Cultures, Innovation, and Change |
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204 | (26) |
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9.1 What Is the Nature of Organizational Culture? |
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206 | (7) |
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Organizational culture is the personality of the organization |
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206 | (1) |
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Organizational culture shapes behavior and influences performance |
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207 | (1) |
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The observable culture is what you see and hear as an employee or customer |
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208 | (1) |
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The core culture is found in the underlying values of the organization |
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209 | (1) |
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Value-based management supports a strong organizational culture |
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210 | (3) |
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9.2 How Do Organizations Support and Achieve Innovation? |
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213 | (6) |
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Organizations pursue process, product, and business model innovations |
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213 | (1) |
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Green innovations pursue and support the goals of sustainability |
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214 | (1) |
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Social innovations seek solutions to important societal problems |
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214 | (1) |
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Commercializing innovation turns new ideas into salable products |
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215 | (1) |
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Innovative organizations share many common characteristics |
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216 | (3) |
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9.3 How Do Managers Lead the Processes of Organizational Change? |
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219 | (11) |
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Organizations pursue both transformational and incremental changes |
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219 | (1) |
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Three phases of planned change are unfreezing, changing, and refreezing |
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220 | (2) |
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Managers use force-coercion, rational persuasion, and shared power change strategies |
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222 | (2) |
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Change leaders identify and deal positively with resistance to change |
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224 | (6) |
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10 Human Resource Management |
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230 | (26) |
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10.1 What Are the Purpose and Legal Context of Human Resource Management? |
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232 | (6) |
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Human resource management attracts, develops, and maintains a talented workforce |
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232 | (1) |
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Strategic human resource management aligns human capital with organizational strategies |
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233 | (1) |
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Government legislation is supposed to protect workers against employment discrimination |
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234 | (1) |
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Laws can't guarantee that employment discrimination will never happen |
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235 | (3) |
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10.2 What Are the Essential Human Resource Management Practices? |
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238 | (9) |
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Recruitment attracts qualified job applicants |
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238 | (2) |
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Selection makes decisions to hire qualified job applicants |
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240 | (1) |
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Socialization and orientation integrate new employees into the organization |
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241 | (1) |
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Training continually develops employee skills and capabilities |
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241 | (1) |
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Performance management appraises and rewards accomplishments |
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242 | (2) |
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Retention and career development provide career paths |
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244 | (3) |
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10.3 What Are Current Issues in Human Resource Management? |
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247 | (9) |
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Today's lifestyles increase demands for flexibility and work-life balance |
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247 | (1) |
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Organizations are using more independent contractors and part-time workers |
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248 | (1) |
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Compensation plans influence employee recruitment and retention |
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249 | (1) |
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Fringe benefits are an important part of employee compensation packages |
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250 | (1) |
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Labor relations and collective bargaining are closely governed by law |
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251 | (5) |
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256 | (26) |
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11.1 What Are the Foundations for Effective Leadership? |
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258 | (7) |
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Leadership is one of the four functions of management |
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258 | (1) |
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Leaders use position power to achieve influence |
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259 | (1) |
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Leaders use personal power to achieve influence |
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260 | (1) |
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Leaders bring vision to leadership situations |
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261 | (1) |
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Leaders display different traits in the quest for leadership effectiveness |
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262 | (1) |
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Leaders display different styles in the quest for leadership effectiveness |
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262 | (3) |
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11.2 What Can We Learn from the Contingency Leadership Theories? |
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265 | (7) |
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Fiedler's contingency model matches leadership styles with situational differences |
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265 | (2) |
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The Hersey-Blanchard situational leadership model matches leadership styles with the maturity of followers |
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267 | (1) |
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House s path-goal theory matches leadership styles with task and follower characteristics |
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267 | (1) |
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Leader-member exchange theory describes how leaders treat in-group and out-group followers |
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268 | (1) |
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The Vroom-Jago model describes a leader's choice of alternative decision-making methods |
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269 | (3) |
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11.3 What Are Current Issues and Directions in Leadership Development? |
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272 | (10) |
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Transformational leadership inspires enthusiasm and great performance |
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272 | (1) |
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Emotionally intelligent leadership handles emotions and relationships well |
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273 | (1) |
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Interactive leadership emphasizes communication, listening, and participation |
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274 | (1) |
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Moral leadership builds trust from a foundation of personal integrity |
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275 | (2) |
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Servant leadership is follower centered and empowering |
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277 | (5) |
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282 | (24) |
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12.1 How Do Perceptions Influence Individual Behavior? |
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284 | (6) |
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Perceptual distortions can obscure individual differences |
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285 | (2) |
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Perception can cause attribution errors as we explain events and problems |
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287 | (1) |
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Impression management is a way of influencing how others perceive us |
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287 | (3) |
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12.2 How Do Personalities Influence Individual Behavior? |
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290 | (7) |
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The Big Five personality traits describe work-related individual differences |
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290 | (1) |
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The Myers-Briggs Type Indicator is a popular approach to personality assessment |
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291 | (1) |
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Self-monitoring and other personality traits influence work behavior |
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292 | (1) |
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People with Type A personalities tend to stress themselves |
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293 | (1) |
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Stress has consequences for work performance and personal health |
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294 | (3) |
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12.3 How Do Attitudes, Emotions, and Moods Influence Individual Behavior? |
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297 | (9) |
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Attitudes predispose people to act in certain ways |
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297 | (1) |
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Job satisfaction is a positive attitude toward one's job and work experiences |
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298 | (1) |
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Job satisfaction influences work behaviors |
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299 | (1) |
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Job satisfaction has a complex relationship with job performance |
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300 | (1) |
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Emotions and moods are positive and negative states of mind that influence behavior |
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300 | (6) |
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306 | (24) |
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13.1 How Do Human Needs Influence Motivation to Work? |
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308 | (8) |
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Maslow described a hierarchy of needs topped by self-actualization |
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308 | (1) |
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Alderfer's ERG theory deals with existence, relatedness, and growth needs |
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309 | (1) |
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McClelland identified acquired needs for achievement, power, and affiliation |
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310 | (2) |
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Herzberg's two-factor theory focuses on higher-order need satisfaction |
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312 | (1) |
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The core characteristics model integrates motivation and job design |
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313 | (3) |
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13.2 How Do Thought Processes and Decisions Affect Motivation to Work? |
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316 | (7) |
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Equity theory explains how social comparisons motivate individual behavior |
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316 | (2) |
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Expectancy theory considers Motivation = Expectancy x Instrumentality x Valence |
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318 | (2) |
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Goal-setting theory shows that well-chosen and well-set goals can be motivating |
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320 | (3) |
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13.3 How Does Reinforcement Influence Motivation to Work? |
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323 | (7) |
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Operant conditioning influences behavior by controlling its consequences |
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323 | (2) |
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Positive reinforcement connects desirable behavior with pleasant consequences |
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325 | (1) |
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Punishment connects undesirable behavior with unpleasant consequences |
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325 | (5) |
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330 | (28) |
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14.1 Why Is It Important to Understand Teams and Teamwork? |
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332 | (7) |
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Teams offer synergy and other benefits to organizations and their members |
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332 | (1) |
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Teams often suffer from common performance problems |
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333 | (1) |
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Organizations are networks of formal teams and informal groups |
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334 | (1) |
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Organizations use committees, task forces, and cross-functional teams |
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335 | (1) |
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Virtual teams are increasingly common in organizations |
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336 | (1) |
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Self-managing teams are a form of job enrichment for groups |
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337 | (2) |
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14.2 What Are the Building Blocks for Successful Teamwork? |
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339 | (9) |
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Teams need the right members and other inputs to be effective |
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340 | (2) |
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Teams need the right processes to be effective |
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342 | (1) |
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Teams move through different stages of development |
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342 | (2) |
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Team performance is affected by norms and cohesiveness |
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344 | (1) |
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Team performance is affected by task and maintenance roles |
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345 | (1) |
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Team performance is affected by use of communication networks |
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346 | (2) |
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14.3 How Can Managers Create and Lead High-Performance Teams? |
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348 | (10) |
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Team building helps team members learn to better work together |
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348 | (1) |
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Team performance is affected by use of decision-making methods |
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349 | (1) |
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Team performance suffers when groupthink leads to bad decisions |
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350 | (2) |
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Team performance benefits from good conflict management |
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352 | (6) |
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358 | (24) |
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15.1 What Is Communication and When Is It Effective? |
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360 | (6) |
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Communication is a process of sending and receiving messages with meanings attached |
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361 | (1) |
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Communication is effective when the receiver understands the sender's messages |
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361 | (1) |
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Communication is efficient when it is delivered at low cost to the sender |
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362 | (1) |
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Communication is persuasive when the receiver acts as the sender intends |
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363 | (3) |
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15.2 What Are the Major Barriers to Effective Communication? |
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366 | (5) |
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Poor use of channels makes it hard to communicate effectively |
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367 | (1) |
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Poor written or oral expression makes it hard to communicate effectively |
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367 | (1) |
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Failure to spot nonverbal signals makes it hard to communicate effectively |
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368 | (1) |
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Status differences make it hard to communicate effectively |
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368 | (1) |
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Physical distractions make it hard to communicate effectively |
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369 | (2) |
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15.3 How Can We Improve Communication with People at Work? |
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371 | (11) |
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Active listening helps people say what they really mean |
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371 | (1) |
|
Constructive feedback is specific, timely, and relevant |
|
|
372 | (1) |
|
Office spaces can be designed to encourage interaction and communication |
|
|
373 | (1) |
|
Transparency and openness ensure that accurate and timely information is shared |
|
|
373 | (2) |
|
Appropriate use of technology can facilitate more and better communication |
|
|
375 | (1) |
|
Sensitivity and etiquette can improve cross-cultural communication |
|
|
376 | (6) |
|
16 Diversity and Global Cultures |
|
|
382 | (20) |
|
16.1 What Should We Know About Diversity in the Workplace? |
|
|
384 | (7) |
|
There is a business case for diversity |
|
|
384 | (1) |
|
Inclusive organizational cultures value and support diversity |
|
|
385 | (1) |
|
Organizational subcultures can create diversity challenges |
|
|
385 | (2) |
|
Minorities and women suffer diversity bias in many situations |
|
|
387 | (1) |
|
Managing diversity should be a top leadership priority |
|
|
388 | (3) |
|
16.2 What Should We Know About Diversity Among Global Cultures? |
|
|
391 | (11) |
|
Culture shock comes from discomfort in cross-cultural situations |
|
|
391 | (1) |
|
Cultural intelligence is the capacity to adapt to foreign cultures |
|
|
392 | (1) |
|
The "silent" languages of cultures include context, time, and space |
|
|
393 | (1) |
|
Hofstede identifies five value differences among national cultures |
|
|
394 | (3) |
|
Country clusters show cultural differences |
|
|
397 | (5) |
|
17 Globalization and International Business |
|
|
402 | (20) |
|
17.1 How Does Globalization Affect International Business? |
|
|
404 | (8) |
|
Globalization involves the growing interdependence of the worlds economies |
|
|
405 | (1) |
|
Globalization creates a variety of international business opportunities |
|
|
405 | (1) |
|
International business is done by global sourcing, import/export, licensing, and franchising |
|
|
406 | (2) |
|
International business is done by joint ventures and wholly owned subsidiaries |
|
|
408 | (1) |
|
International business is complicated by different legal and political systems |
|
|
409 | (3) |
|
17.2 What Are Global Corporations and How Do They Work? |
|
|
412 | (10) |
|
Global corporations or MNCs do substantial business in many countries |
|
|
412 | (1) |
|
The actions of global corporations can be controversial at home and abroad |
|
|
413 | (1) |
|
Managers of global corporations face a variety of ethical challenges |
|
|
414 | (1) |
|
Planning and controlling are complicated in global corporations |
|
|
414 | (2) |
|
Organizing can be difficult in global corporations |
|
|
416 | (1) |
|
Leading is challenging in global corporations |
|
|
416 | (6) |
|
18 Entrepreneurship and Small Business |
|
|
422 | |
|
18.1 What Is Entrepreneurship and Who Are Entrepreneurs? |
|
|
424 | (9) |
|
Entrepreneurs are risk takers who spot and pursue opportunities |
|
|
425 | (1) |
|
Entrepreneurs often share similar backgrounds and experiences |
|
|
426 | (2) |
|
Entrepreneurs often share similar personality traits |
|
|
428 | (1) |
|
Women and minority entrepreneurs are growing in numbers |
|
|
428 | (2) |
|
Social entrepreneurs seek novel solutions to pressing social problems |
|
|
430 | (3) |
|
18.2 What Should We Know About Small Business and How to Start One? |
|
|
433 | |
|
Small businesses are mainstays of the economy |
|
|
433 | (1) |
|
Small businesses must master three life-cycle stages |
|
|
434 | (1) |
|
Family-owned businesses can face unique challenges |
|
|
435 | (1) |
|
Most small businesses fail within five years |
|
|
436 | (1) |
|
Assistance is available to help small businesses get started |
|
|
437 | (1) |
|
A small business should start with a sound business plan |
|
|
438 | (1) |
|
There are different forms of small business ownership |
|
|
439 | (1) |
|
There are different ways of financing a small business |
|
|
440 | |
| Skill-Building Portfolio |
|
1 | |
